Market opportunities 13. Lf- 'ï't" r Sustainable, long-term value creation for our shareholders will be the result and is our top priority for the coming years. With the introduction of a new senior management reward and remuneration policy, we have taken a big step towards improving the alignment of the business with the interests of shareholders. In achieving sustainable growth, we remain fully committed to the responsible brewing, sales and marketing of our brands. Our society demands it from us and we demand it from our business. Our re-listing in the SAM Dow Jones Sustainability Index in 2005 expresses our commitment and intent to meet the obligations and responsibilities placed on companies like Heineken in the 21st century. Finally, I am very grateful for the commitment, contribution and loyalty of our employees during the past year. We are confident that they will again fully contribute to the execution of the priorities we have set. I am looking forward to the challenge. Jean-Frangois van Boxmeer, Chairman/CEO Amsterdam, 21 February 2006 Russia: growing consumption As part of Heineken's strategy, we balance a strong position in stable and profitable markets such as Europe and North America with a growing presence in rapidly expanding beer markets such as Russia. In the developing beer markets of Central and Eastern Europe, beer consumption is growing. Increased consumption is driven by a growing population, an increase in personal income and spending and the shift from the consumption of traditional (hard) liquor to beer. Growth is coming from both the mainstream segments as well as the higher-priced premium and specialty segment. Heineken N.V. - Annual Report 2005

Jaarverslagen en Personeelsbladen Heineken

Jaarverslagen | 2005 | | pagina 19